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Article
Publication date: 5 June 2017

Morten Kamp Andersen

The purpose of this paper is to explore the question: human capital analytics (HR analytics) – are we there yet? It will seek to clarify what is meant by “being there yet”…

Abstract

Purpose

The purpose of this paper is to explore the question: human capital analytics (HR analytics) – are we there yet? It will seek to clarify what is meant by “being there yet” and it will argue that the most positive proponents for this field are way too optimistic about the current state and what impact it will have on HR in the short-to-medium term but that the long-term outlook remain positive for the field.

Design/methodology/approach

This is a viewpoint paper and the conclusions draw upon the author’s experience in the field.

Findings

It has been widely acknowledged that HR analytics is still a fairly immature field and has not yet reached its full potential. In this viewpoint, the author argues that the most positive proponents for this field are way too optimistic about the current state and what impact it will have on HR in the short-to-medium term but that the long-term outlook remains positive for the field. The author names four main reasons why HR analytics is still in its infancy: maturity, mindset, organization and competencies.

Practical implications

If these four aspects are addressed, the HR analytics function will be able to contribute much more to HR’s role as a value generator.

Originality/value

Focusing on these aspects will set HR analytics up for success and will lead to potentially large shareholder value creation.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Abstract

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 5 June 2017

David Green

Given its relative novelty, the field of people analytics remains rather obscure in terms of its success criteria. The purpose of this paper is to unveil some of the…

Abstract

Purpose

Given its relative novelty, the field of people analytics remains rather obscure in terms of its success criteria. The purpose of this paper is to unveil some of the hidden secrets of people analytics.

Design/methodology/approach

The paper reviews the common characteristics of those companies who have already been successful with it in their operations to date.

Findings

These 16 best practices cover the role of the CHRO and the employees as well as HR’s general position within a company.

Practical implications

While not all of the 16 best practices need to be in place, incorporating a few of them will provide significant benefit to businesses and employees.

Social implications

While several of the best practices laid out in this paper directly impact personnel policies, they also all empower HR managers to be a force for good through optimised people analytics.

Originality/value

The paper presents a hitherto scattered set of best practices as forerunners in the novel field of people analytics.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

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